Corporate and B2B Site: Discovery & Definition
In 2019, I led Discovery and Definition for Express Scripts, the largest pharmacy benefit manager (PBM) in the United States
The challenge: Express Scripts’ web platforms did not aid the B2B sales journey nor did they represent the newly-created “Champions for Better” brand promise.
The objective: Create a world-class corporate and B2B experience befitting of a Fortune 25 company, one that positions Express Scripts as a force for good within healthcare while supporting prospect clients in their Buyer’s journey.
The solution: Research the Buyer’s journey. Design an experience map illustrative of this journey and leverage for a 2-day workshop; itself a mechanism for securing consensus toward a Corporate/B2B site “MVP”.
The 2-day workshop, resulted in a focused scope of work as well as a newly-prioritized Corporate and B2B feature list.
Other results included:
– 21 “potential solutions”
– 8 enriched “hero” features
– A first-pass information architecture (new sitemap and updated site structure)
– A prioritized list of features for the first-release “MVP”
Establish project goals and audiences
To kick things off, I distilled the brief down to a clear goal. Each part of the goal had a clear set of objectives. As a team, we knew that if we met each objective, we’d meet the overall goal of the project.
As part of project establishment, I also worked closely with the client to map who their core audiences were, the goal of each audience, as well as the relationships between each audience type. This included a number of audience sub-segments, and whether each audience were a primary or a secondary project focus.
Part 1: Research
Parallel diverging activities
I directed and coordinated 3 teams on the Experience side of the R/GA house, each with their own stream of work: Experience Strategy, Experience Design, and Content Strategy.
Experience Strategy: end-user interviews
Once the audience types were defined, we worked closely with our client to coordinate a panel of people representative of Express Scripts’ end-users. Where we were unable to set up interviews with end-users, we instead reverted to “Subject Matter Experts” (proxy end-users).
Experience Design: UX audit
For Experience Design, existing Express Scripts platforms were audited against a set of UX heuristics. A number of competitor platforms (CVS Health and others) were also audited to illustrate the competitor landscape within the PBM space. A number of non-PBM “best in class” websites were also reviewed to illustrate best practice.
Content Strategy: content audit, content gap and migration plan
Over 200 pages (evergreen pages and published/article content) was inventoried. Each page was audited, given a score and ranked based on recency, relevancy and engagement. This formed the foundation for the gap analysis and migration plan that determined what content was to be retired, reused or repurposed on the new platform.
Part 2: Synthesis
A series of converging activities
Turning research findings into opportunities
Once each workstream was complete, the teams’ findings were synthesized into a set of insights, implications and early recommendations, which we called “Opportunities”. The output of the Discovery phase resulted in 21 Opportunities being created.
Turning opportunities into potential solutions
From the Opportunities, a number of early wireframes were created aimed at answering these opportunities. We called these wireframes “Potential Solutions”.
Mapping the Express Scripts’ Buyer journey
A further output of the project’s Discovery phase was the “Buyer” experience map. Informed by the majority of the teams’ research activities, this map plotted the journey of the Express Scripts’ Buyer audience across a marketing/sales funnel as well a a 36-month client lifecycle.
Getting ready for the workshop
In preparation for the 2-day workshop, I curated a facilitation deck for the team to take with us to St. Louis, Missouri. The final deck included check-ins, progress reports and energizers, as well as a healthy mix of divergent and convergent activities focused on definition, prioritization and ideation. A selection is shown below:
Part 3: Client workshop day 1
Understanding and “potential solution” prioritization
Stakeholders were taken through the experience map stage-by-stage. Each opportunity and potential solution was discussed. Any missing details were added along the way:
Prioritizing potential solutions
Potential solutions were then decided on using Dotmocracy, a form of silent voting:
The newly-prioritized potential solutions represented 8 opportunities of high-value and high-interest for our client. These 8 opportunities formed the foundation of the second day of the workshop:
Part 4: Client workshop day 2
Using the 8 prioritized, high-value opportunities from day 1, the team ran 8 ideation and enrichment exercises. Through these exercises, ideas were fleshed-out, with some being turned into tangible concepts::
Ideation activities included iterations of Idea Speed Dating and Crazy Eights. Each person (or team) was encouraged to make their ideas tangible. Each person/team had the opportunity to presented their concepts to the wider group. By doing so, each “winning” idea or concept gained investment from a wide-variety of Express Scripts stakeholders:
Finally, the winning concepts were again voted for using dotmocracy: